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      <title>It is much easier doing coaching as an external coach than trying to do coaching as part of day-to-day management.  by QUT Graduate School of Business</title>
      <link>https://padlet.com/gsbvid/zq9unkczoh51</link>
      <description>What do you think?</description>
      <language>en-us</language>
      <pubDate>2018-06-15 01:58:17 UTC</pubDate>
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         <link>https://padlet.com/gsbvid/zq9unkczoh51/wish/270210577</link>
         <description><![CDATA[<div>I don't know if it is "much easier" but I have had experience in a range of organisations where the external coach was welcomed into the fold more readily than "just some manager trying to be a coach". Perhaps this is a perception issue on the part of the coachee - they perceived an external coach as probably not being a "HR Stooge" or the external coach is somehow more skilled and adept at coaching? The organisation that I currently work in does not have a coaching culture although the paradox here is that I spend about 40% of my day coaching staff. &nbsp;Go figure! Matt</div>]]></description>
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         <pubDate>2018-07-15 01:03:15 UTC</pubDate>
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         <link>https://padlet.com/gsbvid/zq9unkczoh51/wish/270403992</link>
         <description><![CDATA[<div>There is something to be said about the credibility that comes from being an external coach and bringing your expertise into a business. But although there may be reluctance to embrace the change that would come with an internal coaching structure, the internal knowledge and understanding of the complexities of the environment are very valuable. I would say they would be both as easy, or as difficult as one another dependant on the desire for change within the organisation. (Insert thinking emoji) Zoe&nbsp;</div>]]></description>
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         <pubDate>2018-07-17 10:38:27 UTC</pubDate>
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